How difficult is it to implement an electronic health record (EHR) system? With a number of quality EHR software options to choose from and a smart and capable internal team, it should be as easy as choosing a software vendor then setting out and following an implementation plan, right?
Unfortunately, it’s not that simple. The adage “you don’t know what you don’t know” comes to mind—without prior experience in EHR implementation, it’s difficult for internal teams to fully grasp the scope of this type of undertaking. This is something many organizations and healthcare leaders come to realize only after months of inefficient planning and work.
Some of the common pitfalls we see clients encounter are:
- Not clearly defining the scope of the implementation and related projects
- Underestimating timelines for each element and falling behind on the project
- Not properly setting up governance and tweaking as needed
- Underestimating the scope of work involved in archiving old systems
- Misunderstanding what services and tools the vendor of choice does and doesn’t provide
- Underestimating the required budget
- Insufficient approach and allocation of resources for staff training
- Lacking change management planning and resources
Successful digital health transformation relies on strong governance
It is important to level set when planning an implementation, but a lack of strong clinical governance has ripple effects. While internal leaders charged with the implementation may be capable and dedicated, they likely don’t have the necessary knowledge and experience to create a comprehensive plan and create contingencies for unforeseen issues.
When brought into an implementation, the Healthtech team not only establishes a plan based on best practices and lessons learned, we provide executive coaches to work alongside the project leaders every step of the way. Ideally before the project starts, we provide a workshop that delves into what successful governance looks like and identifies any possible issues. This not only provides a model for a successful implementation, but gives the leaders confidence to resolve issues as they arise.
Some of the key elements of good governance include:
- Visible and present executive leadership
- Clear decision-making
- Providing key and consistent messaging
- Strong alignment between the project management office (PMO) and leadership
Upfront investment in EHR implementation saves time and money
With limited funding and resources, leaders may not see partnering with experienced consultants as a viable financial option when implementing a new EHR. Yet, this approach can be short-sighted, often costing more in the long-run and leading to anxiety and tension when a project stalls due to the common pitfalls mentioned above (in particular insufficient planning, timelines, contingency plans, and budgeting).
It should also be noted that these issues can’t be solved simply by partnering with consultants—it is essential for the organization’s leadership to understand how vital proper budgeting, scoping, and contingency planning is.
A common challenge we encounter at Healthtech is being brought into an EHR implementation partway through, when many of the foundations have been laid but lack standardization and don’t follow best practices. The biggest challenge in this case is adjusting workflows and course correcting.
When necessary and possible, a project may need to be fully re-imagined and planned. However, if an implementation is past a certain stage, it may be necessary to work within the confines of the imperfect framework. These are inefficiencies that could have been avoided with the proper planning and resources at the outset.
The need for greater efficiency in digital health transformation
The importance of experience, knowledge, and effective planning cannot be overstated when it comes to EHR implementation and optimization. It may seem simple and straightforward at the outset, but it is deceptively simple—for those without experience in implementation, the full scope of work simply cannot be anticipated.
Leveraging internal team members who have some implementation experience lowers the risk of your implementation stalling or failing; engaging professionals with ample experience in EHR implementation and optimizations further lowers your risk.
EHR implementation projects are costly, but essential and lead to greater efficiency and cost-saving in the long-run. While partnering with a consulting firm may be an additional cost, doing so will save time and money, and ensure a more efficient system that improves patient outcomes.